While small film industries vary significantly and certain market-specific characteristics are addressed in the analysis, several common traits have emerged across contexts. The following section distills key themes emerging across the focus groups and hence the perceptions and concerns in small ecosystems.

Theme 1: Persistent Barriers to Access to Premium Training and Gatekeeping

Difficulty entering and career progression within the industry was a dominant narrative across nearly all groups, manifesting in formal education, industry networks, validation processes, and discrimination. Accessing prestigious national film schools remains a significant hurdle. Experiences of rejection, sometimes perceived as linked to identity, were shared, particularly from Germany. "I applied to four film schools here and I got rejected from all of them... And so I kind of and then I got two letters from... school that said there's no artistic talent visible," recounted one participant. Another shared a similar experience: "At Babelsberg also they told me I should…not do it because I will just play prostitutes or whatever. So that was definitely a clear message". Beyond access, the curriculum's relevance was questioned, with a disconnect noted between academic training and practical industry needs, particularly in Lithuania, regarding skills like budgeting.

Informal networks and personal connections were strongly emphasized as critical, especially in industries perceived as closed, like Portugal's. A participant stated bluntly: "I feel like I finally accepted the fact that if you're not friends with people in Portugal, you're probably not gonna work". This reliance creates significant barriers for outsiders, compounded by a lack of curiosity about new talent: "I think that's the thing we're not curious about each other. We don't want to know what that person that I've never seen in my life has done...". Furthermore, a tension exists between merit and the need for external validation via specific institutional 'stamps'. 

The Berlinale Below-the-Line group discussed differing perceived cultures regarding ambition and credentials, comparing the US and UK approaches. This credentialism impacts progression: "In the UK... If you say I went to NFTS, the face almost changes, it's almost like: okay, I can trust you". Even established professionals feel pressure to fit funding categories: "I'll be emerging for as long as there's money for me to emerge... I will slot myself into whatever place you need me to be to fund me...".

Discrimination and bias were consistently reported by participants from diverse backgrounds. A Black actor described the European context: "When you come out of an acting school here... they don't see you as European even though you study the European canon... we're not seen as such. So, we are not put into lead roles...". Romani professionals face profound invisibility and stereotyping, lacking specific funding or labs calling for their perspectives. "For actresses, it's a lot about being given the roles as... prostitutes... witches... and never any lead roles". This highlights the critical need for representation in decision-making roles. As one participant argued, "Why don't we just sit and say, um, we're going to leave a spot for this representation because I totally believe if you can see it, you can be it". 

Smaller European countries also face significant structural disadvantages in competing with larger markets. Croatian professionals explained: "We are fighting with these big countries, big budgets, big languages... fighting with these high-budget, high-language, high-country projects". Also, Estonians noted the higher quality of applications from larger, collaborating countries, while Portuguese participants felt their country "think[s] small" despite natural advantages. These disadvantages impact skills development, requiring professionals to stretch limited resources while competing with better-resourced projects and navigating language barriers.

Our findings suggest that access to the European film industry remains fraught with obstacles, extending beyond mere skill acquisition. Formal educational pathways are often guarded, and their relevance questioned, while informal networks heavily dictate opportunities, particularly putting at a disadvantage newcomers and those outside established circles, as acutely felt by respondents across focus groups. Validation often hinges on credentials from specific institutions or personal connections rather than solely on merit, creating a complex landscape where even experienced professionals must navigate shifting definitions of 'emerging' to secure funding. These challenges are compounded by pervasive discrimination against underrepresented groups, who face stereotyping, invisibility, and exclusion from decision-making roles, hindering their entry and progression.

Furthermore, structural disadvantages inherent to smaller markets create an uneven playing field. Limited resources, language barriers, and the competitive weight of larger nations impact everything from funding acquisition to international visibility. Professionals in these contexts develop resourcefulness out of necessity but constantly battle against systemic limitations. Gatekeeping mechanisms, whether through closed networks, institutional biases, or historical power dynamics (as noted between Denmark and Greenlandic film ), solidify these barriers, restricting the flow of talent and opportunity. Addressing these intertwined issues of access, validation, discrimination, and structural inequality is fundamental to fostering a truly equitable and competitive European film ecosystem.

Theme 2: Skills Development – Gaps and training cost as a barrier

While the desire for skills development is high across the sector, significant concerns exist regarding the availability, effectiveness, and focus of current training opportunities. A common sentiment across ecosystems was that formal education often falls short in preparing professionals for industry realities. As the Lithuanian group consensus put it, "The education provided in the film school [is not] enough to work in the industry? No.". 

Consequently, learning-by-doing is essential, but relies heavily on accessing opportunities, which, as discussed, are often limited. An Estonian cinematographer noted, "the rest you have to learn all by yourself, on your own skin", echoing sentiments from a  European professional originally from Turkey, where working while studying was a necessity because "if you only go to the film school... it's not enough".

European training programs and labs are frequently valued more by respondents for networking and validation than for core skill acquisition in the present challenging economic environment. A Lithuanian producer shared, "I've been to EAVE and I loved it. But because it was a great therapy session, not because it gave me any skills". Another participant concurred, stating, "I think [these programs] are for... meeting someone you have to network... but not for the skills". Accessibility remains a challenge due to prerequisites, costs, and competitive selection processes, with participants expressing a preference for longer-term, intensive, hybrid formats over short workshops. Mentorship and shadowing opportunities are highly desired as potential bridges for skill development and knowledge transfer, yet they remain underdeveloped. "I would gain my skills if I were to shadow a more professional producer, for example. But they don't share this knowledge", lamented one participant. While shadowing is seen positively, concrete opportunities to step up are often lacking. The Restart Europe mentoring platform received positive mention.

Specific skills gaps were repeatedly identified across various groups. Business strategy, management, and entrepreneurial skills emerged as a critical need. As noted in the Croatia context, there's "so much project development rather than business development which helps the company to grow...". An Estonian producer highlighted the impact on competitiveness: "oftentimes our... applications or presentation quality is not comparable... to, say, large countries". Advanced technical skills represent another major gap, particularly acute in smaller markets like Lithuania, Estonia, and Croatia, with shortages reported for roles such as DITs, colorists, workflow supervisors, executive producers, Gaffers, Key Grips, and 3rd ADs. 

The high cost of specialized training presents a significant barrier; for instance, "color science... there is only schools in US and in UK... its price is €12,000 plus travel...". Skills related to AI, virtual production, and data analysis are increasingly crucial, but accessible training lags behind demand. 

Foundational skills in script development and analysis also require continuous focus. An Estonian participant confessed, "It's the screenplay and the screenplay quality and the skill to read it, analyze it... that's what I feel I myself lack", while others observed a potential decline in narrative originality.

Our focus group results indicate that the pathways for skills development in the European film industry are complex and often inadequate for the industry’s perceived needs. While formal education provides a foundation, it frequently fails to equip graduates with the practical, business, and networking skills essential for navigating the professional landscape. Learning-by-doing becomes paramount, yet access to the necessary opportunities is unevenly distributed and often dependent on the very networks that exclude newcomers. 

Prestigious European labs, while valued, are often perceived primarily for small countries as networking and validation platforms rather than intensive skill-building environments, raising questions about their core effectiveness relative to participant needs and livelihoods.

The identified skills gaps highlight critical areas requiring focused intervention. Deficiencies in business strategy, company development, and financial management hinder sustainability and competitiveness, particularly for producers and companies in smaller markets. Acute shortages in specialized technical roles (DITs, workflow supervisors, colorists, specific crew positions) impede production quality and efficiency, exacerbated by the prohibitive cost and limited availability of high-level training. Foundational creative skills, such as script analysis and development, also require ongoing attention to maintain narrative quality and innovation. 

Addressing these gaps necessitates a move beyond traditional models towards more practical, accessible, and relevant training, integrating mentorship, shadowing, and long-term development support.

Theme 3: Work-life Balance and Parent Roles as Obstacles to Long-term Talent Retention

Maintaining a stable and sustainable career emerged as a critical concern across all focus groups, deeply intertwined with financial pressures, industry culture, and work-life balance. Financial insecurity is pervasive, with precarious, project-based employment being the standard rather than the exception. The Lithuanian group consensus captured this reality starkly: "No project, no job". This instability creates constant anxiety, as articulated by an Irish writer: "I don't know what I'm going to be doing in two, three, six months a year". Such precarity directly impacts well-being and hinders the ability to invest time or resources in training. The reliance on personal or family wealth to sustain a career was frankly acknowledged by a Portuguese participant: "most of us don't live by acting or writing or directing... the lifestyle that I have is not because I act. It's because my family have money".

Systemic challenges related to parenting and caring responsibilities profoundly impact career sustainability, disproportionately affecting women. This was a particularly strong theme in the Irish focus group. The pressure to conceal family obligations was highlighted by an Irish participant who "was warned... never to disclose that the reason you're turning down work is because you have a kid". This culture of secrecy creates additional stress and barriers. 

Our participants argued that caregiving develops valuable transferable skills but is often penalized by inflexible industry structures and funding criteria that fail to account for career breaks. The lack of designated support for parents, specifically mothers, was noted as a significant gap, even as other inclusion initiatives gain traction: "I think it's brilliant that we're supporting [interventions to manage-sic!] neuro diversity and... bullying... But there still is no designated fund for mothers". This suggests parenting remains a blind spot in broader industry development efforts.

The industry also struggles with retaining talent, particularly at the mid-career stage. "What I think our industry has always been useless at is retention of people," stated an Irish producer bluntly. Progression pathways often stall, especially for those outside traditional producer or director tracks or in technical roles. A Director of Photography lamented the difficulty in moving beyond short films despite extensive experience: "I've been doing it for 15 years now, and I'm still shooting short films... the struggle is getting from those shorts onto something bigger". Furthermore, the prevailing workplace culture, characterized by long hours, bullying, harassment, and insufficient mental health support, contributes significantly to burnout and talent drain. "There's a lot of bullying in the film industry that goes completely unchecked," noted an Irish line producer. The direct link between financial pressure and poor well-being was made explicit: "the lack of consistent cash flow causes panic and fear and anxiety".

Our focus groups indicate that career sustainability in the European film industry is undermined by a deeply entrenched culture of precarity. The project-based nature of work fosters constant financial insecurity, creating significant stress and acting as a major barrier to professional development and long-term planning. This economic instability forces many talented individuals to rely on external support or leave the sector altogether, eroding the industry's capacity. Furthermore, systemic barriers related to parenting and caregiving, particularly impacting women, lead to further talent loss and reinforce inequalities, with inflexible structures penalizing rather than accommodating family responsibilities.

Beyond financial pressures, the industry struggles with talent retention due to unclear progression pathways and challenging workplace conditions. Mid-career professionals, especially those in technical or below-the-line roles, often find their advancement stalled. Issues like bullying, harassment, and a general lack of mental health support contribute to a stressful environment. Addressing career sustainability requires a multi-faceted approach that tackles financial precarity, promotes flexible and supportive work structures for parents and carers, creates clearer pathways for advancement across all roles, and actively fosters healthier, more respectful workplace cultures vis-à-vis other European industries.

Theme 4: Absence on defined Leadership and Management paths

A distinct need for improved leadership and management capabilities emerged, particularly highlighted in the Irish focus group discussions but resonating with challenges mentioned elsewhere. Participants observed a significant lack of structured training pathways for individuals moving into leadership roles, contrasting sharply with practices in other European (business) sectors. "What we've also really found out was that there is almost no... what I would call a leadership training or a higher level of management training available". This deficit means many step into management positions, such as Heads of Department (HODs) or producing roles, without adequate preparation.

Consequently, essential management skills are often learned informally 'on the job', leading to inconsistent application and potential gaps. One participant noted, "You need to learn how to lead. You need to learn how to manage. And there's a lot of HODs... who are not good managers, who don't know how to do it...". This lack of formal training extends to the ability to mentor and develop others within a team: "We need to train people to be able to train other people... nobody has any idea how to train them". 

Inadequate leadership was directly linked to negative workplace dynamics, including bullying and harassment, lack of role clarity, resistance to feedback, and inefficient team management, ultimately impacting overall wellbeing and project execution. There was a clear call for more formalized, potentially incentivized or even mandatory, leadership and management training to elevate standards across the industry, especially for HODs and producers. Suggestions included incentivizing training during productions or embedding requirements within funding structures: "It has to come... from the structure that sits at the top... My money comes with this. My money comes with these rules".

Our focus group findings reveal a critical deficit in leadership and management skills development within the European film industry. Unlike many other sectors, there appears to be a lack of formalized training pathways for individuals progressing into supervisory and management roles. This often results in professionals, including Heads of Department and producers, taking on significant leadership responsibilities without adequate preparation in areas such as team management, communication, conflict resolution, and mentoring.

This gap leads to inconsistent leadership quality across productions, often contributing to inefficient workflows, poor team dynamics, and negative workplace cultures, including instances of bullying and harassment. The informal, 'on-the-job' learning approach is insufficient to guarantee the high standards of management required for complex film productions and fostering healthy work environments. Addressing this, according to the results from the analysis, requires a strategic investment in structured leadership and management training, potentially integrated into funding requirements or incentivized professional development programs, to equip industry leaders with the necessary skills to manage teams effectively, nurture talent, and promote positive workplace practices.

Theme 5: Funding Structures and Small Market Challenges

In the EU’s publicly funded audiovisual landscape, the availability of funding, its alignment with industry needs, and the design of support schemes remain key factors influencing professional opportunities, the application of skills, and career sustainability-pressures that are especially pronounced in smaller European markets. A critical issue, particularly highlighted in Croatia, is the mismatch between the pool of available talent and the limited national funding capacity. "We have many authors, many producers, but we don't have enough funds..." lamented one participant. This bottleneck significantly delays career progression, exemplified by the long wait times for debut directors. Furthermore, the complexity of applying for both national and EU funds was frequently cited as a barrier. 

Funding models that prevent production companies from retaining overheads or reinvesting profits were criticized for critically undermining business sustainability and the capacity for internal skills development, a point strongly emphasized in Lithuania. "How your company makes money... this is something we're not allowed to do, which is the most unsustainable thing," explained one participant. The structural disadvantages faced by smaller markets in competing for EU funds and achieving international visibility against larger, often collaborating, nations persist. Rising local production costs, sometimes paradoxically driven by attracting international service work, can further erode the competitiveness of domestic productions in these markets. Finally, securing distribution remains a major hurdle, often linked to a lack of dedicated arthouse screens in some territories or a perceived lack of market appeal for local narratives, hindering the feedback loop between creators and audiences.

Our research results indicate that funding mechanisms and related challenges significantly shape the landscape of opportunity and sustainability in the European film industry, with their impact particularly pronounced in smaller markets. The gap between available creative talent and national funding capacity in countries like Croatia with an extensive rebate program for overseas productions creates bottlenecks that stifle career progression and lead to talent drain. Complex and bureaucratic application processes for both national and EU funds consume time and resources, acting as a barrier, especially for less experienced applicants or those from smaller industries lacking dedicated administrative support.

Furthermore, prevailing funding models often prioritize individual projects over the long-term health of businesses in the industry, making it difficult to retain overheads, reinvest profits, or build sustainable businesses capable of nurturing talent internally. This project-centric approach exacerbates financial precarity and hinders systemic growth. Smaller markets consistently face uphill battles competing against larger nations for funding and visibility due to structural disadvantages and language barriers. Addressing these funding challenges requires exploring simplified application processes, models that support company sustainability alongside project development, and mechanisms that ensure a more equitable distribution of resources and opportunities, particularly for professionals and companies operating within smaller European territories.

Theme 6: From policy to tangible action - Diversity, Inclusion, and Representation

Discussions across our multiple focus groups, and particularly within the dedicated Diversity/Inclusion session, revealed deep systemic issues related to diversity, inclusion, and representation that call for proactive and structural change. Our participants detailed pervasive bias and systemic exclusion. A Black actor recounted early career barriers in prestigious European acting schools with limited acceptance rates, noting the common need for external validation before domestic recognition: "As an actor, particularly a Black woman, I faced barriers early on... My career significantly progressed only after gaining experience overseas". Romani professionals reported facing profound invisibility and stereotyping, lacking basic recognition within funding streams or labs: "There are no specific... funding streams or labs... that call for Romani perspectives", and actresses are often typecast in marginal roles. An Indigenous filmmaker highlighted historical gatekeeping: "Historically, Denmark has acted as a gatekeeper for Greenlandic film".

A critical factor perpetuating exclusion is the lack of representation in decision-making roles – among funders, programmers, festival curators, and mentors. "The lack of generational change among decision-makers is a significant factor", one participant observed.

The absence of reliable data on the experiences and participation rates of certain communities, particularly Romani professionals, fundamentally hinders advocacy and the development of targeted support. "For Romani experiences... there's a profound lack of data... How can you... provide evidence for a problem... when there is no data at all?". Participants emphasized that visibility matters deeply – "if you can see it, you can be it" – and the current lack of representation sends a message to marginalized groups that they don't belong. Many from these backgrounds are motivated to enter filmmaking precisely because they don't see their stories represented, but navigating the industry without traditional credentials or networks requires immense effort to overcome gatekeeping and preconceived notions.

The qualitative data from our focus groups underscores that diversity and inclusion remain significant challenges within the European film industry, extending far beyond policy actions. Systemic exclusion, bias, and stereotyping continue to create substantial barriers for professionals from various underrepresented backgrounds, including racialized groups, Indigenous communities, Romani people, LGBTQ+ individuals, and others. These barriers manifest in access to education, funding, key creative roles, and professional networks, often forcing talent to seek validation abroad or abandon their careers.

A core issue identified is the persistent lack of representation in decision-making positions across the industry's value chain. This absence perpetuates cycles of exclusion and hinders the selection and support of diverse stories and voices. Furthermore, the alarming lack of comprehensive data on the participation and experiences of marginalized groups makes it difficult to fully grasp the scale of the problem and design effective interventions. Achieving genuine diversity and inclusion requires moving beyond tokenistic gestures towards fundamental structural changes, including mandating data collection, ensuring representation at leadership levels, and actively dismantling the biases embedded within funding, training, and networking structures.

Theme 7: Industry’s Complex Pathway to Adapting to Technological (R)evolution

The impact of rapid technological evolution in the sector in the past years is felt across the film value chain, presenting both significant opportunities and considerable challenges for skills development and industry practices. Artificial Intelligence (AI) emerged as a major area of concern and interest. Professionals often view AI with concern, particularly regarding potential job displacement, the protection of intellectual property (including voice and likeness cloning for performers), and the ethical implications of its use in creative processes. There is a clear need for strategic training that goes beyond basic literacy to encompass ethical considerations and practical applications, and value generation beyond hype.

Developing local capacity in areas like Virtual Production (VP) and Extended Reality (XR) also faces considerable hurdles. These include the high costs of acquiring and maintaining cutting-edge equipment, the rapid pace of technological obsolescence, and intense competition for skilled technical talent with better-paying sectors like the gaming industry. Furthermore, viable distribution models for XR content remain largely unsolved, hindering the growth of this nascent field. Efficient and standardized digital workflows, along with robust data management practices, are increasingly crucial for modern productions but require specific, often scarce, technical skills. Shortages of Digital Imaging Technicians (DITs) and workflow supervisors were highlighted, particularly in smaller markets. The consequences of the gaps in this area can be severe, as one Lithuanian participant noted: "I have plenty of examples when producers are coming to you and you see that they lost some footage, even in documentaries".

Technological advancements are rapidly reshaping the European film industry, demanding continuous adaptation from its professionals. AI stands out as a key area requiring urgent attention, not just for technical understanding but also for navigating the complex ethical, creative, and practical work implementation and workflow implications. Concerns about job security, intellectual property rights, and the responsible integration of AI necessitate proactive training strategies and potentially regulatory frameworks. Similarly, while technologies like Virtual Production and XR offer creative potential, significant barriers related to cost, rapid obsolescence, and talent competition with sectors like gaming hinder widespread adoption and capacity building, especially in smaller markets.

Furthermore, the increasing complexity of digital production pipelines highlights the critical need for standardized workflows and specialized technical expertise. Gaps and under-resourcing in human and training capacity in roles like DITs and workflow supervisors can lead to costly errors and inefficiencies, underscoring the importance of accessible training in these areas which are often overlooked by funding mechanisms. Effectively adapting to technological transformation requires not only investment in new tools and skills but also strategic planning to manage the associated risks, foster ethical practices, and ensure that innovation supports rather than undermines the creative workforce and the competitiveness of the European sector.